do not have sensory or innovative
processes in place to respond to
rapid disruption. I think this is top
of mind for CEOs. There’s a lot of
process required to be effective at
innovation. You have to understand
the disruption, you have to have
structure and governance around the
investment, and you have to have
a very defined set of milestones,
governance and outcomes to manage
what you want to have in terms of
the implication in the marketplace.
Consulting: What are some important
insights the Ignition Centers give
both KPMG and clients?
Nolan: As part of Ignition we
have what we call a deep sensory
capability. We have a number of
trend indexes we’re monitoring.
We monitor what we’re hearing
in terms of signals in the market,
what that means to business models,
thus, what does that mean to your
strategy, where should you make
your investments and how do you
ultimately grow. We actually take
that exact same process and deploy
it on ourselves. So we’re using
disruption in the marketplace to
understand client business model
change, which then informs where
should we be making investments to
continue to align our services with
the demands of the marketplace.
Consulting: What are some of the
big consulting opportunities to
arise from this push for innovation
Nolan: One is intelligent automation.
I look at that to encompass
everything from robotic process,
automation to predictive analytics to
cognitive intelligence. That space is
really taking advantage of what will
ultimately be a world around cloud,
data management and enabling that to
happen. I think cognitive technologies
are changing and enabling much
greater insights. When you get into
digital transformation, all firms
have a lot of competencies, and we
have some market leading positions.
Ultimately, you have to bring those
together into helping clients discuss
end-to-end digital transformation.